Teams don’t break because of one big crisis. They break from a hundred small cuts.
In high-pressure workplaces, the small things are often those that cause the most damage.
A curt interruption in a meeting. An eye-roll when someone speaks. Leaving a colleague out of a decision they should be part of. These behaviours might seem harmless in isolation. But together, they corrode trust.
What we mean by micro-behaviours
Micro-behaviours are subtle actions that communicate disrespect or exclusion. They can be intentional or unintentional. Examples include:
Talking over someone or cutting them off mid-sentence
Rolling eyes, smirking or showing other signs of impatience
Not acknowledging contributions
Omitting someone from conversations or decisions that affect them
They’re often dismissed as “just how things are” in fast-paced environments. That’s part of the problem.
The link to psychological safety
Occupational psychology research shows that repeated incivilities lower psychological safety - the shared belief that it’s safe to take interpersonal risks. In a team with low psychological safety, people are less likely to:
Offer ideas
Admit mistakes
Ask for help
Raise concerns
Even those not directly targeted by incivility can feel its effects. Witnessing disrespect towards others suggests that speaking up might lead to the same treatment.
The knock-on effects in high-pressure environments
High-pressure environments magnify the effects of incivility. Stress levels are already elevated, so people have less capacity to absorb and recover from perceived micro-aggressions. Over time, this leads to:
Reduced collaboration
Withholding of information
Lower willingness to support colleagues
Fragmented teams that struggle to unite under pressure
When trust reduces, performance suffers. A team that doesn’t feel safe won’t share problems early, which can lead to mistakes and conflict.
Incivility thrives when it’s ignored. HR and leaders can play a direct role in addressing it by:
Raising awareness - Encourage leaders and teams to talk openly about how small behaviours affect trust.
Setting expectations - Make respect and inclusion non-negotiable in behavioural standards.
Creating space for reflection - In team meetings, ask: “What everyday behaviours might be making it harder for us to trust each other?”
Intervening early - Address patterns of incivility before they become embedded in the culture.
The biggest opportunity to repair trust is often in the small moments. Noticing and addressing them quickly can stop minor issues turning into long-term cultural damage.
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